Making Big Data Work for Your

Employee Experience

&

page

02

Chris PowellCEO

David YoussefniaPresident and Founder

Introductions

3

The Story

4

Heavy focus on

customer service

Distributed and

disconnected workforce

Lack of information

Spend money on

training

Is the training

working?Design the study

How Do Properties Know if the Training Works?

5

Collect data from

employees, managers,

and locations

What are their

views on the

training?

What did they

learn?

Observational

data around

business

outcomes

Guest

loyalty

Quality

assurance

Property

financial

performance

The Study Design

6

The Insights and Actions

Companies who are ready to address the

employee experience challenge. 30%

Companies who rate employee experience

important or very important.

Companies who are excellent

at building a differentiated

employee experience.

10%

4%79%

22%

41%

Bersin by Deloitte

Everyone agrees employee experience mattersVery few have the insights to enable them

682%

166%

282%

36%

901%

74%

756%

1%

Revenue Growth

Employment Growth

Stock Price Growth

Net Income Growth

Firms without performance-enhancing cultures

Firms with performance-enhancing cultures

Source: Corporate Culture and Performance, John Kotter (Kotter International) and James Heskett (Harvard). The study was conducted over an eleven year period. 8

Why You Care About Employee Experience

• 70% of US workforce is not engaged or actively disengaged, costing $500 Billion in lost productivity annually

• Companies with less engaged workforces demonstrate lower profitability

• Failure to retain top performers cost 6-9 months salary to find a replacement (3.9% Unemployment)

• HR is experiencing an increase demand for talent data/insights to inform business decision making

• Company leaders have limited visibility and tools to capture ROI for talent investments

Opportunity

Cost

Lost

Productivity

Disparate

Data Sources

Limited

Visibility

Disengaged

Workforce

Source: Gallup 2013- State of American Workplace Report

The Dilemma

Insights come from dataIt’s about providing insights to inform business decisions

If we have data, let’s

look at data. If all we

have are opinions,

let’s go with mine.

- Jim Barksdale

CEO Netscape Communications

THINK

KNOW

FEEL

The Employee Experience Framework

Employer BrandStrategy, Mission,

Vision, Values

PerformanceCareer Opportunities

Learning & Development

Performance Management

Rewards & Recognition

WorkJob Fit

Collaboration

Empowerment

Innovation

BasicsBenefits

Work Environment

Work/Life Balance

Company PracticesCommunication

Customer Focus

Diversity & Inclusion

Enabling Infrastructure

LeadershipSenior Leadership

Immediate Manager

Employee Experience – Life Cycle (Time)

Data Mining– Talent & Organizational Data Sources

TIME &

ATTENDANCE

PERFORMANCE

FACILITIESCOMMUNICATIONS

LEARNING &

DEVELOPMENT

EMPLOYEE

DEMOGRAPHICS

SAFETY &

INCIDENT

EMPLOYEE

BENEFITS

PRODUCTIVITY

REWARDS &

RECOGNITION

HIGH POTENTIALS /

PERFORMERS

CUSTOMER

SATISFACTION

1. Start With a Destination in MindUnderstand the data you will want to capture, report, conduct analysis, and generate insights on regarding the employee experience.

2. Get the Basics RightEnsure your talent and organizational data is accessible, standardized, cleaned, mapped in a consistent way.

3. Don’t Let Data and Analysis Replace JudgementSolid analytics can be a powerful supplement to decision-making but recognize the tradeoffs and ensure important decisions have a human element.

14

Talent Data Tips – Getting Started

The Employee Experience Equation

Employee Attitudes, Beliefs &

Preferences

Employee Life Cycle

Talent & Org. Factual

Data

Employee Experience

Programmatic Approach to Employee Experience

Connect OtherBusinessData

TakeAction

16

1. Start Simple

2. Understand What You Are Trying to Impact Before You Design and Implement

3. Take a Programmatic Approach -Play the Long Game

4. Get & Maintain Leadership Alignment

Key Take Aways

Employee

Experience Key

Drivers

Employee

EngagementRetention

Employer Brand

Reputation

Impact on

Business

Outcomes

Performance Productivity Profitability

page

018

Chris PowellCEO35 East 7th Street

Suite 710

Cincinnati, OH 45202

E: cpowell@talmetrix.com

Web: www.talmetrix.com

Twitter: @talmetrix

T: 513 399 6301

David YoussefniaPresident and Founder

500 Yale Avenue North

First Floor

Seattle, WA 98109

E: david@critical-metrics.com

Web: www.critical-metrics.com

Twitter: @critical_metric

T: 206 436 3470

Contact Information